there is a pernicious tendency to make the opinions of the expert prevail by crowd methods, to rush the people instead of educating them.

There is too great a tendency (perhaps encouraged by popular journalism) to deal with the dramatic moments, forgetting that these are not always the most significant moments. ... To find the significant rather than the dramatic features of industrial controversy, of a disagreement in regard to policy on board of directors or between managers, is essential to integrative business policies.

It is always the sign of the second-rate man when the decision merely meets the present situation. It is the left-over in a decision which gives it its greatest value. It is the carry-over in the decision which helps develop the situation in the way we wish it to be developed. The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them; they have a vision of the future.

I wish we could understand the word expert as expressing an attitude of mind which we can all acquire rather than the collecting of information by a special caste. ... Many of us are calling for experts because, acutely conscious of the mess we are in, we want someone to pull us out.

When leadership rises to genius it has the power of transforming, of transforming experience into power. And that is what experience is for, to be made into power. The great leader creates as well as directs power.

Crowd action is the outcome of agreement based on concurrence of emotion rather than of thought.

... good intentions are not sufficient to solve our problems.